How Flex-Agility Impacts Strategic Hiring – part 2

Balance Effects Agility

When an organization and/or HR department identify their direction, planning for optimal results becomes imperative. It is all about balance and through the gaining of this balance as well as focus, the opportunity to be agile in hiring and talent management is real and truly attainable.

This balance is achieved when collaboration is tangible (not just a goal), when technology is truly integrated into communications for both inside and out of the organization (to increase communications, not decrease the need for humans), and when the average employee feels like he has a voice that is not only heard but appreciated.

Becoming an Organization with Flex-Agility

Employees across generational lines want more flexible working arrangements. The opportunity to work fewer but more concentrated hours, as well as the shift to a virtual workforce are attractive options to all members of the workforce, not just Gen Y and Millennials. It is interesting to note that while most employers see this trend and have a desire to accommodate, others like high-tech employers Yahoo and Hewlett Packard have limited remote or virtual employees, discontinuing long-time practices of allowing employees to work from home. What does this say about the future? Have these organizations discovered that their employees were not truly able to achieve what they claim they have achieved – or have these organizations determined that they want their flex-agility in-house? It will be interesting to see if other high tech orgs follow suit or if they will take advantage of the many employees sure to leave the Yahoo and HP forces to continue to work in the greener pastures of their own homes.

Smart organizations

Those with forethought will see the spark that exists within an agile and flexible workforce as potential to build an even greater future workforce.

A strong leadership pipeline will consider the total workforce – contingent and permanent employees across the global organizational footprint of an organization, when applicable – when building internal talent pools for the future. Contingent work appeals to millennial workers who are driven by their own entrepreneurial spirit and like “being their own boss.” This change is clearly evident and very real today.

Build Your Company to Last

The online, tech, social, and mobile world in which we now live and work has created incredible opportunities for organizations to expand any way that they want, if they can be flex-agile enough to trust their future in the hands of their employees, folks they should already trust, right? The first step for employers is the recognition of the great potential that exists in strategic hiring practices – how it determines the future of their organization. The prospect of growth and the chance for employee loyalty is greater than ever before.

The question hangs – are you willing to engage, develop, and reward your workforce? The answers will come in the form of enhanced employment brand, innovative achievements, and boosted succession plans.

When you think about it, it doesn’t sound like a risk at all when you recognize that building your company to last means that it will.

Rayanne Thorn, @ray_anne, is a Strategy and Marketing Executive in the HR Technology space. She is also a proud mother of four, residing in Laguna Beach, California, and the first regular contributor for Blogging4Jobs. Connect with Rayanne.